Every company has its own journey and in this episode, Sumeet Shrivastava shares with Editor Nick Wakeman the path Array Information Technologies followed from when he joined as CEO in 2008 to its just-completed sale CGI Federal.Shrivastava describes the risks Array took such as focusing their efforts on a smaller part of the business as they positioned themselves for future growth. After an initial contraction, the company doubled in size to 300 employees and shifted from 85 percent of its revenue in small business set-aside work to 90 percent from full-and-open contracts. Then it came a time for Array to find a buyer. Shrivastava details that part of Array's journey and how they came to pick CGI Federal.Every small business faces the inflection points that Array has faced, so this first-hand account offers lessons learned and plenty of advice as companies navigate today’s market. Shrivastava shares some of the important questions businesses should ask themselves as they move from one phase to the next.

Project 38: The future of federal contracting

Array's small business journey to the full-and-open world

Mergers, acquisitions and private equity are important engines for innovation in the defense market as retired Air Force Gen. Hawk Carlisle sees it.For this episode of Project 38, the National Defense Industrial Association's CEO explains to our Nick Wakeman how the lure of a return on investment needs to be a consideration as the government regulates M&A activity.Carlisle believes domestic investors should be attracted to fund young innovative companies, which after some development and nurturing are then sold to larger U.S. defense firms. That type of investment scenario thrives in the commercial world.But today’s defense environment is still structured around a 1960s-era system for planning, programming, budgeting, and execution that Carlisle says needs to change.

M&A's critical role in driving innovation

Peraton’s transformation into a $7 billion-annual revenue business by integrating three big pieces -- itself, Northrop Grumman’s IT services business and Perspecta -- includes an applied research organization that can claim lineage to Bell Labs.In this episode of Project 38, Peraton Labs President Petros Mouchtaris speaks with our Ross Wilkers about the three-decade history of the team he leads and how fits within the parent company.Getting a head start on the federal government’s hardest problems is a paramount focus for Peraton Labs and this conversation goes over three big areas: cybersecurity, 5G and networks, and everything under the umbrella of automation including artificial intelligence and machine learning.Mouchtaris also explains how Peraton Labs works on this existential idea: figuring out how with a little customization and refactoring, federal agencies can use many of the same technologies that the commercial sectors do.

Inside Peraton Labs' applied research focus

Merger-and-acquisition activity in the government market has maintained a stunning pace this year with transactions getting done fast and furious. Washington Technology Editor Nick Wakeman and Senior Staff Writer Ross Wilkers review some of the deals that stand out and what they say about trends driving today's market.This includes a discussion about the different investment patterns by public companies such as Booz Allen Hamilton as well as large privately-backed players like Guidehouse, with plenty of smaller acquirers in between.

What's behind the furious pace of today's M&A activity

The final phase of one of the federal government’s largest contract restructurings is on the horizon, but the consolidation of GSA's Multiple Award Schedule will take time and effort.So ahead of an upcoming key deadline in mid-September, this episode of Project 38 goes over everything companies need to know at this juncture of the schedule consolidation with the help of Global Services President and CEO Courtney Fairchild.All 24 Multiple Award Schedule contracts are becoming one as the General Services Administration pushes to simplify the program so industry and government alike have fewer burdens.But phase three of this effort is the most complex and is more than just an administrative action, as noted GSA Schedule watcher Fairchild points out in this conversation with our Ross Wilkers. Fairchild and her company work with clients pursuing these very contracts, so Wilkers went over some of the most common questions she is asked about the consolidation, frequent misconceptions over what it means for companies and what it will portend for the future of government contracting.

A full guide through this massive government contract restructuring

Huntington Ingalls Industries just completed its largest-ever acquisition, the $1.65 billion deal for Alion Science & Technology, and is now at work integrating that big piece into the shipbuilder’s technical solutions segment.This episode of Project 38 both functions as an update on that integration and a big-picture explanation of HII’s strategy for its technical solutions segment from its president Andy Green.Much change and portfolio shaping has taken place since HII stood up the technical solutions segment in late 2016 to house its government services work, of which our Ross Wilkers has discussed with Green a few times since.This latest conversation between Green and Wilkers includes a discussion on where HII looks to make sure its shipbuilding and solutions sides contribute to what the other is doing and the company at-large, plus some of the technical challenges they work on together and particularly in the emerging unmanned maritime domain.

Inside Huntington Ingalls' Alion integration & overall services strategy

The market has rarely seen the level of merger-and-acquisition activity that we see today with a plethora of large and small buyers.To breakdown what’s driving the deals, Editor Nick Wakeman spoke with Bob Kipps of the investment bank KippsDeSanto. Kipps shares his views on why the market has been so good to buyers and sellers as well as the critical role being played by private equity firms, who drive nearly half of the transactions.The expectation is that the pace of mergers and acquisitions will continue and Kipps explains why.

What's driving today's hot M&A market?

Noblis has found itself writing more code than papers these days amid the nonprofit organization’s continued push to be at the nexus of science and technology for federal agencies.This episode of Project 38 takes you inside that multiple-year reinvention and how that plays out today as our Ross Wilkers pays a visit to Noblis CEO Amr ElSawy and Mile Corrigan, senior vice president of federal civilian solutions.In finding that imbalance between code and papers, Noblis is also making an initial foray into the world of solutions and products with launch number one focusing on cybersecurity: which in the past year has found itself top of mind for many agencies again given the many high-profile breaches.A second part of Noblis’ journey means integrating the acquisition of McKean Defense and that business now helps form the backbone of a new organization to serve defense clients. ElSawy and Corrigan provide an update on that integration and how Noblis is looking to spread the people and resources of McKean across the entire enterprise.

More code than papers: how Noblis found itself making that shift

Even amid big changes above it, AT&T's public sector and public safety businesses have the same main three pillars for long-term growth and a mandate to bring the company's commercial offerings into the government space.Get the inside view here in this second part of our Ross Wilkers' interview with two AT&T executives in charge of both aspects of that strategy -- Jason Porter, president of public sector and FirstNet; and Jill Singer, vice president of defense and national security.AT&T counts the governmentwide EIS network modernization contract and FirstNet national public safety network as two franchise programs for agencies, while the 5G revolution has implications for every individual and institutions.Porter and Singer explain how AT&T looks for synergy and applicability across its consumer and public sector businesses, plus offer updates on both the EIS and FirstNet initiatives.

Inside AT&T's three main public sector pillars

What does AT&T’s broad strategic reset to focus on technology and connectivity mean for its public sector and public safety businesses?Part one of Project 38 gets some answers to that question from two AT&T executives responsible for carrying out that vision in the government market -- Jason Porter, president of public sector and FirstNet; and Jill Singer, vice president of defense and national security.Two particular threads help illustrate AT&T’s re-casted vision: the sales of the media businesses (which we did not go over) and divestiture of the defense IT professional services business (which we went over in detail).Porter and Singer explain to our Senior Staff Writer Ross Wilkers how they see AT&T’s return to its connectivity core as making more room to invest in the public sector and FirstNet public safety network businesses. They also lift the curtain on AT&T’s vision for the post-pandemic future of work. 

AT&T's return to its core and the public sector

Verizon’s mantra both for its public sector business and the corporation as a whole is to be the indispensable partner alongside customers for modernizing their networks.In this episode of Project 38, Verizon’s public sector leader Jennifer Chronis explains to our Senior Staff Writer Ross Wilkers how that approach as part of the overall “Verizon 2.0” vision informs the telecommunications giant’s federal market strategy.Chronis also overviews how Verizon ties these common technology threads between both the commercial and public sector sides of Verizon: 5G adoption, cloud computing, software-defined networks and pretty much everything under the umbrella of modernization.For many federal agencies that means leveraging the government-wide EIS contract for next-generation telecom services. EIS and Verizon’s future of work strategy were additional topics of discussion.

The evolution of 'Verizon 2.0' & its public sector arm

Raytheon Technologies as the world knows it today has only just begun its second year since the megamerger to create the No. 2 company on this year’s Top 100 rankings.The aerospace-and-defense giant’s intelligence and space segment is headquartered in our region: Arlington, Virginia to be exact. For this episode of Project 38, that segment’s president in Roy Azevedo takes Senior Staff Writer Ross Wilkers inside the mega-integration at the operational level and the technology synergies Raytheon is looking to capture.Also on the agenda for this discussion: how Raytheon Intelligence and Space is undertaking its own digital transformation alongside federal customers, that business’ acquisition of a small satellite maker in late 2020 and the overall company’s thinking with respect to the post-pandemic future of work.

Raytheon continues mega-integration of tech, people & processes

Often coverage of mergers and acquisitions focuses on the buyer and what it means to them, but in this episode of Project 38 Brandee Daly tells Editor Nick Wakeman why she decided the time was right to sell her company to Smartronix.Daly isn’t retiring, but the sale of D2S Consulting Group means she can continue to focus on her customers’ missions as a new executive at Smartronix. She describes the acquisition as more of a partnership and that’s just the kind of deal that CEO Peter LaMontagne likes to make.They explain the opportunities ahead, why sometimes selling your company is the best thing to do and for other instances the bravest thing is to not sell at all.

Project 38: When's the right time to sell your company?

ManTech’s shift to the government technology company it is today has been in the making for several years. More signs of that show in its climb of two spots to No. 26 on this year’s Top 100.But how does ManTech go about the tagline in its logo of “Bringing Digital to the Mission?” In this episode of Project 38, Chief Operating Officer Matt Tait tells Senior Staff Writer Ross Wilkers about how that mantra explains both today’s work for customers and ManTech’s longer-term direction.Acquisitions, talent and technology focus areas all feed into that overall approach for ManTech. Tait breaks all of those aspects down and explains how ManTech seeks to ensure the links between them stay connected.

Tech, talent & deals feed into ManTech's strategy & tagline

Even with its status as the No. 1 company on the 2021 Washington Technology Top 100, Leidos is focused on what's changing in the market and the priorities and needs of its customers. On the cusp of his retirement, Chief Financial Officer James Reagan talks with Editor Nick Wakeman about what a change culture means at Leidos and why that is a critical element of growth strategy. That outlook drives its decisions around acquisitions, divestitures and where it invests its research-and-development dollars.The result has been a track record of organic growth in the double digits.

Inside Leidos' culture of change

Project 38, a podcast series that explores what is driving change in the federal market and how contractors need to prepare for what the market will look like in 2038.

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Project 38: The future of federal contracting

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